DIR proposes to acquire an integrated online system for its Division of Occupational Safety and Health (DOSH), better known as “Cal/OSHA”. The new system will support customizable workflow and reporting, more readily adapt to business needs and provide better management of the data flowing between Cal/OSHA and the Federal OSHA Information System (OIS).
Agency / State Entity | Labor and Workforce Development / Industrial Relations, Department of |
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Total Cost | $99,993,483 |
Last Approved Start Date | 06/27/2024 |
Last Approved Finish Date | 10/31/2027 |
Criticality Rating | Medium |
IPOR Reporting Period | Overall IPOR Rating |
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05/01/2025 - 05/31/2025 |
Key Questions
Is the project on track to satisfy the customer's business objectives?Yes
Is the project on track to achieve the objectives in the approved timeframe?Uncertain
Is the project on track to achieve the objectives within the approved budget?Uncertain
Project Overall Health | Comments |
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Based on the observations in all focus areas, the Project Overall Health rating continued be in cautionary status due to the continued delay in finalizing and approving Deliverable 1 - Integrated Project Management Schedule (IMPS) with System Integrator (SI) inputs. At the end of this assessment period, the project did not have completed Deliverable 2 - Foundational Activities to support all Releases, and a firm date to begin Development sprints (Deliverable 3). The project schedule is at 7.0% variance from the baselined schedule. The IPO Manager notes with the continued delay, the project is potentially at risk for a Special Project Report (SPR) when cost and/or schedule has a variance of 10% against the baselined plan. If an SPR is triggered, all project activities will be on hold, project will have to submit detailed impact analysis with corrective actions for CDT approval. The IPO Manager noted with the continued delay, the project is at risk for increase in operational costs with an uncertainty in the availability of program staff for the length of the project. At the end of May, the entrance criteria to start Sprint #1 were not complete, thus delaying the start of Sprint #1 by seven (7) months. Completion of Deliverable 2 is a pre-requisite to begin Deliverable 3 Build, Test and Deploy for Release 1. The IPO Manager recommended to implement Deliverable Tracking process to properly manage the contract and avoid approving partial payments for the deliverables. The project risks uncontrolled changes to project cost, scope, and schedule by using JIRA as a means to perform a quick review and approval of items, thus deviating from the decision-making process documented in the approved Change Control Management and Governance Management Plans. The IPO Manager noted that there is a concerted effort from the Project Manager (PM) in addressing the risk items and implementing IPO Manager’s recommendations that can eventually return the project back to satisfactory levels. |
Focus Area/Rating | Comments |
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Governance |
The Governance Management focus area rating remained in satisfactory status because: • Project Executive Steering Committee (ESC) is established and meets on a regular basis. • The IPO Manager notes that there are appropriate governance plans in place, approved, however, there is a lag in effective implementation of the plan. • The IPO Manager recommended all decisions should have a documented impact analysis on project scope, cost, and schedule, follow the approved Change Control Management and Governance Management Plans. • The PM assured project team will be made aware of the need to follow approved Change Control Management Plan. • The IPO Manager will continue to monitor progress in this effort because a well-established governance is crucial for the success of a project. • The project is actively using a new name, COIN (CalOSHA Information Network) in project artifacts, ESC meetings, etc. • The IPO Manager recommended the project document a Change Request (CR) for the name change and discuss further process with the CDT. |
Time Management |
The Time Management focus area remained in escalated status because: • The project schedule is at 7.0% variance from the baselined schedule with the risk of reaching 10% by the end of September resulting in an SPR. • The project schedule approval is delayed by 10 months. • Requirement Validation phase is extended by seven (7) months. • At the end of current assessment period the start of development sprints was delayed by seven (7) months on the tentative start date, June 9, 2025. • The IPO Manager noted several dates in the working copy of the MS-Project schedule were not in alignment with key deliverable dates in the SI contract. The SI is considering re-baselining the project. • IPO Manager recommended any consideration of project schedule re-baseline must be done through the Change Governance approval process. If not, the project may be deemed as not adhering to contractual terms. • IPO Manager recommended the PM address any changes to the baselined project items with a targeted timeline to avoid further delays in finalizing the schedule. |
Cost & Contract Management |
The Cost & Contract Management focus area rating remained in escalated status because: • DIR ignored CDT guidance and approved partial payments to SI in April for Deliverable 2. • The IPO Manager recommended to implement Deliverable Tracking process to properly manage the contract and avoid approving partial payments in the future. • The Monthly Project Status Report (PSR) is missing three (3) years of cumulative data that significantly impacts cost and budget analysis for upcoming fiscal years. • The IPO Manager notes that if the project cost has a $5 million variance against the budgeted amount the project is potentially an SPR. • The IPO Manager recommended the PM address this issue immediately in collaboration with the DIR Budget office and maintain a project burndown chart with cost breakdown. • The DIR Asst. Chief Information officer (CIO) continues to be the acting Contract Manager for CalOSHA leading to a conflict of interest as the Asst. CIO also has Chief PM responsibilities. • To avoid the risk for potential disputes, the IPO Manager recommended the DIR to hire a Contract Manager for managing CalOSHA contracts but there has not been any updates on DIR hiring a Contract Manager. • To increase transparency and enhance internal controls, IPO Manager recommended Deliverable Acceptance Documents (DADs) have multiple signatories such as Program Manager, PMO Chief, etc. to avoid the risk of errors and vendor disputes. |
Scope Management |
The Scope Management focus area rating remained cautionary because : • The Requirements Validation (RV) of Requirements Traceability Matrix (RTM) and end-to-end review of process flows and user story review continued into month seven (7) in the Execution phase of the project. • The Deliverable 2 - Requirement Validation (RV) of Enforcement functional area is almost complete. The team is currently working on the Consultation functional area. • The IPO Manager noted that the end-to-end review of business processes is a planning activity that is being done in the execution phase causing an inordinate delay in starting development sprints. • The IPO Manager recommended the project to perform a thorough analysis for the delay and assess impacts on the development and testing phases of the project. • Sprint 1 entrance criteria continues to remain under discussion delaying start of development. • The Google Cloud Platform (GCP) architecture and data management activities are in full force in support of milestone readiness. • DIR provided access privileges to SI for the integration of Copado (a DevOps platform for Salesforce) with JIRA ( an Agile project management tool) for collaboration between SI and DIR staff. |
Resources |
The Resource Management focus area rating remained satisfactory because: • The project continued with the hiring process for 22 IT positions and seven (7) program positions, of which hiring of two (2) program and six (6) IT positions are completed. • The DIR CIO communicated that DIR plans to hire a contract manager using the available Information Technology Specialist 1 (ITS1) position. However, there are no updates on hiring for the last 11 weeks. The DIR Asst. CIO continued to be the Contract Manager for the CalOSHA project. • Considering CalOSHA is a deliverable based contract, the IPO Manager recommended hiring a Contract Manager is crucial for the project to avoid conflict of interest, as the Asst. CIO also has Chief PM responsibilities. • The IPO Manager noted the project is missing project organizational chart for the complete project that is essential to ensure all planned Program and IT staff are onboarded for the length of the project. • The IPO Manager recommended completing a project org. chart should be a top priority for the PM to avoid the risk of inefficient resource allocation and unclear roles and responsibilities with DIR staff and vendor staff. • The IPO Manager will closely monitor the hiring of a Contract Manager and Org. chart creation, noting a continued delay may result in elevating the risk level of this focus area. |
Quality |
This focus area rating remained satisfactory because: • The SI and PM team worked together to streamline and reprioritize JIRA items • The IPO Manager continued to recommend the need for having data entry control for JIRA so that data entered is of quality, and complete. • The IPO Manager recommended the project to ensure all JIRA items have an impact analysis to project scope, cost, and schedule and follow Change Control process for approvals from project governance. • The IPO Manager recommended the PM to establish a Lessons Learned Database to capture best practices and Business Objectives traceability matrix to track business objectives that are met at the end of each release. • The IV&V Team provided inputs and recommendations on test management, testing tools, and Service Level Agreements (SLA) for resolving defects at different severity levels. |
Risk And Issues |
The Risks and Issue Management area rating remained satisfactory because: • The project continued to address risks with regular Risk Management meetings. • The IPO Manager continued to recommend that team follows the approved Risk Management Plan, verify if risks initiated in the past are still relevant or materialized into issues. • IPO Manager recommended all action items should have a risk owner, due dates, and risk trigger dates as defined in the approved Risk and Issue Management Plan. • The project should continue to assess residual risks. |
Transition Readiness |
The Transition Readiness area rating remained satisfactory because: • The SI Organizational Change Management (OCM) team continued with the planned change management activities for May 2025. • The OCM team is working on project name change announcement activity. • The IPO Manager advised for a project name change DIR needs to initiate a Change Request (CR), discuss with the CDT to understand the possible approach to implement name change mid-way through the project. |
Conditions For Approval |
All Conditions of Approval have been met. |
Corrective Action |
N/A |
20250626 Release-16